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Disney World Hong Kong V 1 3
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Karl Schwartz
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Update on Hong Kong Disneyland for MBA trip to China
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Now is the prime time to start your China travel retail market strategy, below shows key findings in the report: The new duty-free policies boost domestic travel retail sales, including a cancellation of the 8K RMB / person spending limit for each item Sales of Duty-Free goods in Hainan increased 103% YoY in 2020 Brick and mortar duty free stores and pop-ups are becoming tourist sites themselves, brands ranging from Uniqlo to Prada are tapping into this opportunity
China travel retail market report by daxue consulting
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Recommandé
Now is the prime time to start your China travel retail market strategy, below shows key findings in the report: The new duty-free policies boost domestic travel retail sales, including a cancellation of the 8K RMB / person spending limit for each item Sales of Duty-Free goods in Hainan increased 103% YoY in 2020 Brick and mortar duty free stores and pop-ups are becoming tourist sites themselves, brands ranging from Uniqlo to Prada are tapping into this opportunity
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This presentation is all about HKD that is Hong Kong Disneyland, its background, Hong Kong Tourism, Operations, Negative Publicity and HKD's Response.......:)
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lgonia3490
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En vedette
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Assignment 1: Case Study Hong Kong Disneyland
Assignment 1: Case Study Hong Kong Disneyland
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Group 1 hkd case analysis
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Similaire à Disney World Hong Kong V 1 3
Critically evaluate remedial actions taken by management to turnaround the park. Answer 1 In the article “Disney: Losing Magic in the Middle Kingdom” by Ali Farhoomand, Disney’s expansion into international markets lead to more challenges than success in efforts to create a fantasy land for the world to experience. Hong Kong Disneyland had faced negative media attention since its construction began and management made efforts to remediate criticisms and back lashes. However, the actions taken my management did little to lure a large crowd and Hong Kong Disneyland was near bankruptcy. Before Hong Kong Disneyland had its grand opening, there was a rehearsal in which there were 30,000 people at maximum capacity. The results of this rehearsal were frustrated attendees due to a combination of factors including long lines and getting food. Despite urges from the government for Disney to reevaluate the park’s maximum capacity, Disney had only addressed the issue by adding more restaurant seats and food carts. Infamous for their impatience and high paced lifestyle, locals from Hong Kong are less willing to wait for hours for an attraction, thus Disneyland should have reviewed their maximum capacity more thoroughly and planned more efficiently on crowd control. Due to Disney’s unwillingness to review its maximum capacity and crowd control strategy, overcrowding continued to be a constant complaint from visitors thus becoming one of the many factors building in Disney’s negative reputation and declining attendance. In less than one month into its grand opening, Hong Kong Disneyland had complaints from employees regarding unfair and inhumane treatment. Disney’s managing director, Don Robinson, responded to the complaints by stating, “long working hours were not harmful to the health of staff.” This statement from Disney illustrated a defensive stance in regards to its treatments of employees rather than making efforts to ensure employees were treated humanely by providing the basic needs for their safety and well-being. Because Disney chose to ignore the demands from its employees, Disney continued to face more criticism, negative press and face protest from former employees. In addition to overcrowding, Hong Kong Disneyland tickets were expensive for locals, who often expect “value for money.” Disney made efforts to discount their tickets for local residents, but had failed to bring in a crowd. Disney made another effort by offering a six-month valid ticket for non-peak days and increased the commission rate of unhappy agents from $1.3 to $3.8 per ticket. Although agents were happier with a more generous rate, the six-month valid tickets only added to Disney’s problems during the Golden Week of the Chinese New Year. Disney failed to properly estimate the large number of guests from the mainland and failed to listen to local management to use date-specific tickets. The large influx of people from the mainland had reached Hong Kong Disneyland’s ma.
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Business final project
Carolyn Bianco
This is a case study on Business Management
Sakada Phat_Ocean Park_In the Face of Competition from Hong Kong Disneyland_2...
Sakada Phat_Ocean Park_In the Face of Competition from Hong Kong Disneyland_2...
Phat Sakada
This plan and recommendations was created for IMC 613 - Brand Equity Management, and focuses on an in depth brand audit of Cedar Point Amusement Park, which is located in Sandusky, OH.
IMC 613 - Cedar Point Brand Audit
IMC 613 - Cedar Point Brand Audit
Ashley Santore, M.S.
In-Depth Integrative Case 2.1 b Beyond Tokyo: Disney's Expansion in Asia After its success with Tokyo Disneyland in the 1980s, Disney began to realize the vast potential of the Asian market. The theme park industry throughout Asia has been very successful in recent years, with a range of regional and international companies all trying to enter the market. Disney has been one of the major participants, opening Hong Kong Disneyland in 2005 and discussing future operations in at least three other Asian cities. Disney in China After Disney 's success in Tokyo, China, in particular, became a serious option for its next theme park venture in light of the country's impressive population and economic growth throughout the 1990s. Successful sales associated with the Disney movie The Lion King, in 1996, also con- vinced Disney officials that China was a promising loca- tion. However, consumer enthusiasm for theme parks in China was at a low in the late 1990s. "Between 1993 and 1998, more than 2,000 theme parks had been opened in China," and "many projects were swamped by excessive competition, poor market projections, high costs, and relentless interference from local officials," forcing several hundred to be closed.1 Nevertheless, Disney continued to pursue plans in both Shanghai and Hong Kong. Shanghai, known as the " Paris of the Orient," was an attractive site for Disney officials because of its growing commercialization and industrialization and its already extant transportation access . The projected $1 billion project was scheduled to be built across the Huangpu River from Shanghai's world-famous waterfront prom- enade, the Bund, on a 200-square-mile expanse called The Pudong New Area. The first phase of construction included a Magic Kingdom park, while an EPCOT-style theme park was to be added after at least five years of operations. 2 A Disney theme park in Shanghai would be mutually beneficial for the company and the nation of China. From perspective, it would gain access to one of the world's largest potential markets (and also compete with Universal Studios' new theme park). From the perspective of Chinese government officials, Disney's park would be a long-awaited mark of international success for a com- munist nation. 3 Initially planners hoped to have a Disneyland operating in Shanghai prior to the World Expo in 2010. However the project stalled, and as of late 2006, "the chances of Beijing approving the project have shrunk since Shanghai's 254 Communist Party boss was implicated in a big corruption investigation in September [2005] ." This led Disney to consider other options for the construction of a new park.4 Hong Kong Disneyland Plans in Hong Kong, which culminated in the opening of Hong Kong Disneyland in September 2005, began after the 1997-1998 Asian financial crisis . Despite the poor economic condition of Hong Kong in the late 1990s, Disney was still optimistic about.
In-Depth Integrative Case 2.1 b Beyond Tokyo Disneys Exp.docx
In-Depth Integrative Case 2.1 b Beyond Tokyo Disneys Exp.docx
bradburgess22840
Disneyinshanghai Social Media Campaign Plan
Disneyinshanghai Social Media Campaign Plan
Ruoshi Li
Disneyland Cross Cultural Issues, Ethnocentrism
IM_Group7.pptx
IM_Group7.pptx
ManviVarshney4
Disney Report
Disney Report
Yige (Claire) Tong
Marketing Analysis for Walt Dinsey World
Marketing Analysis for Walt Dinsey World
Marketing Analysis for Walt Dinsey World
AbigailHondorp
Sugar Shack W2G
Sugar Shack W2G
Scott Shafer
This research proposal was created for West Virginia University's Integrated Marketing Communications program and proposes a market research plan for Disney's Animal Kingdom theme park.
IMC 611 - Market Research & Analysis | The Walt Disney Company
IMC 611 - Market Research & Analysis | The Walt Disney Company
Ashley Santore, M.S.
This is a market research study, a live project done for Worlds of Wonder Amusement park, Noida. Where the study aim was to devise best marketing strategies for the more footfalls.
Worlds of Wonder - Live project
Worlds of Wonder - Live project
Kenscio Digital Marketing
This plan was created as a part of West Virginia University's Integrated Marketing Communications Master's program. This creative plan focuses on creating new creative executions for FunSpot America Theme Parks located in Orlando, Florida.
FUNSPOT THEME PARKS | IMC 615 - Creative Strategy & Execution
FUNSPOT THEME PARKS | IMC 615 - Creative Strategy & Execution
Ashley Santore, M.S.
Fantasy Kingdom Amusement Park Fantasy Kingdom brings a little bit of Disneyland to Bangladesh. It is one of the most spectacular amusement parks in the country and has become a great tourist attraction in Dhaka. South Asia had never before experienced an amusement park of such a grand scale and it took the creativity, dedication and commitment from hundreds of workers, artists and sculptors to bring this world of entertainment and thrills to life.
Amusement park in bangladesh
Amusement park in bangladesh
Sarzil Aziz
Families hardly get travel time in during the school season, causing Disney World to suffer a decline in visitors. I created a media plan to stimulate the trial and move the target into Disney World during this off season.
Disney
Disney
twoodsco07
Waffle Empire Marketing Plan
Waffle Empire Marketing Plan
Jennifer Gaultiere
Analysis of a mini case from Philip Kotler on Disney.
Disney prateek jain-mnit jaipur
Disney prateek jain-mnit jaipur
Prateek Jain
Theme Park 3.0
Theme Park 3.0
mathurr
Reimagining Disney World, implementing new ideas, and new ways to market the company.
Walt Disney World Campaign Project
Walt Disney World Campaign Project
Hannah Moore
Similaire à Disney World Hong Kong V 1 3
(20)
Critically evaluate remedial actions taken by management to turnar.docx
Critically evaluate remedial actions taken by management to turnar.docx
Disney parks analysis
Disney parks analysis
Business final project
Business final project
Sakada Phat_Ocean Park_In the Face of Competition from Hong Kong Disneyland_2...
Sakada Phat_Ocean Park_In the Face of Competition from Hong Kong Disneyland_2...
IMC 613 - Cedar Point Brand Audit
IMC 613 - Cedar Point Brand Audit
In-Depth Integrative Case 2.1 b Beyond Tokyo Disneys Exp.docx
In-Depth Integrative Case 2.1 b Beyond Tokyo Disneys Exp.docx
Disneyinshanghai Social Media Campaign Plan
Disneyinshanghai Social Media Campaign Plan
IM_Group7.pptx
IM_Group7.pptx
Disney Report
Disney Report
Marketing Analysis for Walt Dinsey World
Marketing Analysis for Walt Dinsey World
Sugar Shack W2G
Sugar Shack W2G
IMC 611 - Market Research & Analysis | The Walt Disney Company
IMC 611 - Market Research & Analysis | The Walt Disney Company
Worlds of Wonder - Live project
Worlds of Wonder - Live project
FUNSPOT THEME PARKS | IMC 615 - Creative Strategy & Execution
FUNSPOT THEME PARKS | IMC 615 - Creative Strategy & Execution
Amusement park in bangladesh
Amusement park in bangladesh
Disney
Disney
Waffle Empire Marketing Plan
Waffle Empire Marketing Plan
Disney prateek jain-mnit jaipur
Disney prateek jain-mnit jaipur
Theme Park 3.0
Theme Park 3.0
Walt Disney World Campaign Project
Walt Disney World Campaign Project
Disney World Hong Kong V 1 3
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Jaime Rosman &
Karl M Schwartz
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Agenda Disney HKD
Issues Marketing Competition Present & Future
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Issues Marketing Competition Present & Future
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Ticketing Fiasco
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2007 Promotional Film
Marketing HKD Issues Present & Future Disney Competition
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Notes de l'éditeur
This logo came out a little blurry…hopefully we can find a better one and change this.. KMS: Got an EPS/Lineart Logo http://www.youtube.com/watch?v=2WKtkaKwB_0&feature=related
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